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Content about Organizational culture

March 30, 2012
Dispelling the Myths of Creating a Winning Corporate Culture

Avoidance—and even outright denial—of the need to make corporate culture development a “Mission Critical Objective” lies in five common myths that destroy the impetus for any organized effort to create, build, and nurture a winning corporate culture.

By Joseph Gianni, President and CEO, 2logical

Few would deny the majestic power of a winning corporate culture. When the odds are stacked against the success of a mission critical corporate objective, a strong corporate culture can persevere through all kinds of challenges and setbacks—and make, well, even the impossible…possible.

Even in the most turbulent market conditions, a strong corporate culture can shorten the recovery time from minor or major setbacks by as much as tenfold, when compared to an organization lacking the “right stuff.”

February 20, 2012
The Main Drivers of Employee Engagement

There are two types of employee engagement—emotional commitment and rational commitment —with emotional commitment being four times more powerful than rational commitment in driving employee effort. Employees stay with their organizations when they believe it is in their self-interest (rational commitment). But they exert discretionary effort when they believe in the value of their job, their team, and their organization (emotional commitment).

By Dr. Mee-Yan Cheung-Judge, Founder of Quality & Equality Ltd., and Linda Holbeche, former Research and Policy Director, CIPD

January 26, 2012
Rethinking the Games People Play

Applying game sciences to recognition and performance improvement programs is much more than just creating a game. It’s essentially a way of creating a series of interlocking and customizable experiences that enrich a relationship with a brand or company. Gamification is about finding new ways to appeal to the basic human drives that motivate us every day.

By Jerry Klein, Senior Solution Design Strategist, Maritz Motivation Solutions

We live in a world increasingly obsessed with games. From celebrity athletes performing before worshipful throngs to teenage boys lost in World of Warcraft, games engage and delight all ages. Businesses can capitalize on this trend toward play. Applying the mechanics of gaming to non-game activities can help to engage people in new and exciting ways.

November 23, 2011
Integrity and the Role of HRD

With all the apparent lapses of integrity we’ve witnessed, why are we not seeing more attention paid by the HR and HRD world? Here are a dozen suggestions of ways HR and HRD professionals can play a proactive role positioning integrity as a practical business strategy and crafting more“integrious” organizational cultures.

By Al Watts, Founder, inTEgro, Inc.

With all the apparent lapses of integrity we’ve witnessed, why are we not seeing more attention paid by the HR and HRD world? What should the roles of HR and HRD professional be? Here are three reasons it may be difficult to get our arms around integrity, and suggestions for helping leaders and their organizations function at the highest possible level:

August 5, 2011
Top 5 Do’s and Don’ts of Talent Development

According to the Talent Management Survey conducted in 2009 by the Best Practice Institute, more than 82 percent of companies surveyed utilize either a formal or informal talent management program, indicating an awareness that human capital considerations must be among the foremost goals of strategic planning. Less common, however, is consensus on what talent development strategies and methods yield the best results.

By Louis L. Carter, CEO of Best Practice Institute,and Brian Fishel, Senior Vice President, Enterprise Leadership Development, Bank of America

July 25, 2011
Best Practices: Talent Development in a Global Economy

Training departments face the dual challenge of providing talent development and reward and recognition in a culturally appropriate manner, and developing employees to lead and work in a multicultural, global economy.

By Neal Goodman, Ph.D.

Training departments face the dual challenge of providing talent development and reward and recognition in a culturally appropriate manner, and developing employees to lead and work in a multicultural, global economy.

Cultural Assumptions

June 13, 2011
Conducting Institutional Reviews

An Institutional Review is a look at activities that contribute to an organization’s success and well-being. This review is the basis for most elements that will appear in a strategic plan, including the organization’s strengths, weaknesses, opportunities, threats, actions, challenges, teamwork, change management, commitment, future trends, and external forces.

By Hank Moore, Corporate Strategist

An Institutional Review is a look at activities that contribute to an organization’s success and well-being. This transcends a traditional audit and identifies factors that already contribute well to the organization, rather than simply looking for ways to cut, curtail, or penalize. It is more than just trimming the fat and criticizing incorrect activities in the organizational structure.

June 2, 2011
Leaders’ Path to Improvement

Short of completing a 360, how is a leader supposed to know what he or she most needs to work on? The first step is to bring personality into the equation—for them to ask, “What kind of leader am I?” Using a model of the eight dimensions of leadership can help to identify the leadership “blind spots” associated with particular leadership styles.

By Mark Scullard, director of research, and Jeffrey Sugerman, president and CEO, Inscape Publishing

In our May-June 2011 print article, we discussed what people want from their leaders. As part of a 360-degree assessment, we gave 16,619 participants—or raters—the chance to give feedback on what leadership practices their leaders should do more often. The three most common requests for leaders were:

March 21, 2011
Develop People, Not Pawns

We need to take a more holistic approach to developing people. We need to invest in people developmentrather than simply training the next cog in our respective corporate machines. That’s not to say that we shouldn’t invest in position- or career-specific development. Rather, that specific development needs to be part of a larger developmental context.

By Matt Monge, Director of Education and Training, Fort Campbell Federal Credit Union

Training and development that has some aspect of career coaching is en vogueright now. It is to the training and development world what Kanye West only thinks he is to the fashion world. Many have even started using several different names for these programs interchangeably: career coaching, mentoring, career counseling, etc. Some of these programs, while certainly well intentioned, fall short in that their focus is perhaps a bit too narrow.

October 15, 2010
Connect with People: The Foundation for Employee Trust and Engagement
In a work environment where resources already are stretched thin, the importance of building productive work relationships becomes even more important to the strategic success of an organization. When leaders connect with people, by taking a keen interest in understanding the strengths and motivations of each team member, they strengthen relationships, build trust, and create an engaging work environment needed to help their team achieve peak performance.
By Kevin J. Sensenig, Ph.D., RODP, global vice president for Learning and Organizational Development, Dale Carnegie & Associates, Inc.